My 20 GovCamp 2012 thoughts

I had an exhausting time at GovCamp this weekend. We had lots of people. There were lots of discussions. There was much tweeting. Many photos were taken. Lots of blogging has happened.

Dan Slee had the fab idea of just posting 20 quick thoughts and take-aways. So let’s have a (somewhat delayed) go.

  1. I don’t think the two day format worked, overall. I’m pleased we tried it, but it’s just too long and the second day didn’t feel sufficiently different to the first. Also, everyone who attended both days were totally exhausted by about lunchtime on the Saturday.
  2. Steph Gray is not just brilliant at government webby stuff, I think he’s also one of the best human beings currently on the planet.
  3. Some people have written of the need to further the range of people that attend. I’m a firm believer that the best people to attend are the people who want to, and don’t need to be convinced. It is, I assure you, entirely coincidental that this is also the path of least effort.
  4. Another excellent post looked at the differences between the event this weekend and the original, in 2008. I agree: they’re very different. Some might prefer the way it was before, others prefer the way it is now. I think the event just reflects the environment in which we are all operating.
  5. Maybe there’s space for a new event that’s more specifically geeky. I dunno.
  6. The Government Digital Service has changed the nature of discussions and the whole government geek ecosystem, as others have mentioned. The responses to that from folks in central and local government are interesting, including in the way they differ.
  7. Lloyd Davis is a legend, a master facilitator and the most calming influence ever.
  8. Looking through all the photos from the event afterwards made me feel like there were about 6 different GovCamps happening, none of which I attended.
  9. ‘Keynotes’ at Govcamps make me feel funny. I personally don’t see why Friday’s closing session couldn’t have happened as a normal pitched session during the day which would have felt more a part of the community spirit of the event. It could have been sorted pretty easily. But still, I hope people found it useful.
  10. Hadley Beeman is excellent at organising drinking sessions, amongst other things
  11. The fantastic reading material following the event is a sign of just how vibrant and useful a medium blogging is for telling stories, sharing knowledge and learning
  12. Someone on Twitter derided the event as a ‘talking shop’. I don’t see why that’s a bad thing. Where talking reinforces learning and allows for reflection and the teasing out of effective ways of doing things, it’s got to be good. I’m pleased GovCamp provides a framework for that to happen.
  13. Even better, let’s run an event that’s even more informal than an unconference. Ditch the agenda entirely. Just have rooms in which people go in and talk about stuff. Use things like Twitter to let people share what’s being discussed in the rooms, so people can move around to the conversations that interest them. Chatcamp?
  14. Thinking about all this, my interest in organisational learning and knowledge management is piqued once again. Can’t help but feel that very few organisations in the public (or indeed any) sector have this right. Too little learning from previous experience, too much hoarding of knowledge. The answer is only kind of digital, of course.
  15. I do look back at 2008, with the smaller community, sitting around showing each other how to use Twitter, with quite a bit of nostalgia. Knowing where one fits in these days is tougher.
  16. A few people have said what a good thing it is that GovCamp isn’t organised by government itself, which is interesting and perhaps indicative of something or other
  17. They may not see it this way, but many of those I saw and chatted with last weekend weren’t colleagues, or customers, or whatever, but friends.
  18. I suspect that if actual organisations were run like GovCamps, nothing would get done. But all those who attend could bring some of the spirit of the weekend to their work, encourage others to be thoughtful, and open. The result would be that small changes would happen around the edges, which might then lead to bigger and better things in the future.
  19. The challenges government faces these days are much bigger and more difficult than in previous years. Digital is part of the solution but only a small part. The innovations that matter will be in the realm of policy and service design. Technology will play a vital role in making that happen but perhaps more as an enabler than a driver in itself.
  20. As always seems to happen after GovCamp, I’m faced with the realisation that I have absolutely no idea what I’m doing.

Remember – if you want to run a public service related ‘camp style event, you can. It’s dead easy. If you need money, Steph and I can help out with the fund contributed to by the lovely GovCamp sponsors. Just ask.

A new (additional!) job

Just before Christmas, I received the very excellent news that I have been taken up on my offer to become a trustee of Community Lincs, a local community development charity here in Lincolnshire.

I’m delighted, because it’s going to give me a chance to do my bit supporting the great work the organisation does in supporting rural housing, community led planning, rural broadband and new schemes such as bulk oil buying.

In truth, there aren’t many areas of rural policy that Community Lincs aren’t involved in, and I see it as a real opportunity to find out more about the challenges people are facing locally, and what the solutions are and how they’re implemented. As well as that, it’s my chance to do some volunteering and getting involved in the community locally.

I’m also looking forward to helping the organisation get the most from technology, and providing services and help to community groups throughout the county make the most from digital too.

Fiona White, Chief Exec at Community Lincs is a really determined and enthusiastic and she really convinced me that the organisation is doing important work which could benefit from my input somewhere along the line. You can follow Fiona on Twitter here.

It’s my first board meeting in the afternoon this Monday (16th). Wish me luck!

Why senior managers need to lead online

I wrote a thing for the Guardian’s Public Leaders’ Network:

The explosion in online innovation throughout public services is seeing more and more activity taking place on the net, whether via interactive websites, or mobile applications. Networks such as Twitter and Facebook provide opportunities for knowledge sharing and problem solving on a scale unimaginable previously – and those in senior positions have to be a part of this conversation.

New Zealand government social media guidance

More examples of advice and guidance on using social media tools in government, this time from New Zealand.

The first bit is the High Level Guidance, described as helping:

organisations when they are trying to decide if they should use social media in a communications, community engagement, or a policy consultation context.  It is intended to be useful to managers and leadership teams, but also provides basic principles, code of conduct issues, and templates that are important for practioners of social media.

You can download it here.

The second is the Hands-on Toolbox, which

has been written to help practitioners who are setting up social media profiles and using the tools on a daily basis.  It has been written for public servants with limited experience using social media, but also offers tools and tips that will be useful for those practitioners who have been using social media for some time.

You can download that here.

Open by default

Catherine Howe on the need for the organisations delivering public services to be open ones:

I have an underlying belief, and often unstated, belief that there is need to look at how we transition large organisations within the public sector towards a more networked state and that this transition does need happen in the form of positive distuption within these organisations as much as in the form of of external pressure to change. This involve compromise and an evolution towards a goal rather than a ‘big bang’ solution.

Great post, well worth a read in full.

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